臺灣博碩士論文加值系統

在二十一世紀的產業環境中，人力資源管理已成為企業創造競爭優勢的關鍵。近年來，高績效工作系統受到學者與實務工作者的高度重視，認為透過一套高績效人力資源管理系統有助於組織提高員工的價值與績效。然而，高績效工作系統與員工績效間之關聯存在著正反兩面的結果。爲此，本研究旨在剖析高績效工作系統運作中可能的中介機制與影響因素。本研究目的有三：首先，以工作要求-資源的觀點，提出一個跨層次調節式中介的研究架構與方法，從而深入探討高績效工作系統自相矛盾的特質。其次，基於工作要求-資源理論，本研究提出兩個對立的員工健康幸福中介機制，討論工作投入及精疲力竭對於高績效工作系統與員工的工作態度與行為之間的關係。在組織推動高績效工作系統時，員工積極主動的行為也自有其重要性，員工透過尋找資源、追求挑戰及減輕要求來重新評估聚積於個人身上之高績效工作系統。藉由工作形塑之立論，本研究也同時討論工作形塑與高績效工作系統交互作用後，透過工作投入及精疲力竭的中介歷程，進一步影響員工的工作態度與行為。因此，本研究以一個獨特且完整性的角度，以工作要求-資源及工作形塑的立論，對上述的三個研究課題做出回答。本研究對象來自於台灣240位員工與45位主管。高績效工作系統資料彙整到團隊層次來檢驗：當工作投入及精疲力竭為中介變數，檢視高績效工作系統是否分別透過工作投入及精疲力竭而影響員工的工作態度與行為；工作形塑與高績效工作系統調節式中介的交互作用是否分別透過工作投入及精疲力竭而影響高績效工作系統與員工工作態度與行為間之關聯性。研究結果顯示，工作投入及精疲力竭中介之假說沒有得到支持。工作形塑調節假說達顯著水準，說明在員工展現較高的工作形塑行為情形下，工作形塑調節了高績效工作系統透過工作投入的中介歷程而影響員工的情感性認同、工作滿意度及個人工作適配度;又，工作形塑調節了高績效工作系統透過精疲力竭的中介歷程而影響員工的離職傾向、職家衝突及自我設限。最後，本研究說明理論面及管理實務的意涵，並依據研究結果加以討論本研究之限制與未來的研究方向。

In the 21st century industrial environment, human resource management (HRM) has been widely recognized as the key determinant of organizational competitive advantage. Recently, high performance work systems (HPWS) have received considerable attention from scholars and practitioners who value a bundled system of HR practices that will benefit organizations in promoting employee value and performance. However, there exist both positive and negative effects of HPWS-employee outcomes linkages. Thus, this study aims to explore the possible mechanisms and boundary conditions of HPWS implementation. First, relying on the job demands and job resources perspectives, this study proposes a cross-level moderated-mediation framework to disentangle the paradoxical nature of HPWS. Second, drawing on the job demands-resources (JD-R) theory, this study elucidates how work engagement and burnout, two opposing mechanisms, mediate the relationships between HPWS and employee outcomes. Simultaneously, employee proactive behaviors matter as organizations enact HPWS. Third, through seeking resources, seeking challenges, and reducing demands, employees are able to reshape HPWS. Job crafting theory provides the theoretical underpinning for depicting HPWS and job crafting moderated-mediation effects on employee well-being, eventually leading to both positive and negative employee working attitudes and behaviors. Overall, based on an integrated comprehensive perspective taken from the JD-R theory and job crafting theory, this study brings insights in answering above three research issues. Data were obtained from 240 employees and 45 supervisors in Taiwan. The HPWS data was aggregated to the group level, testing (1) the mediating effects of work engagement and burnout on the relationships between HPWS and employee attitudinal and behavioral outcomes, respectively; and (2) the moderated-mediation effects between HPWS and employee job crafting behaviors on HPWS-employee outcomes relationships via work engagement and burnout, respectively. No supports has been found for the mediating hypotheses. Yet the empirical results lend strong support to the moderated-mediating hypotheses, showing that (1) job crafting moderates the mediating effect of the cross-level relationship between HPWS and employee job satisfaction, affective commitment, and person-job fit through work engagement; and (2) the mediating effect of the cross-level relationship between HPWS and employee intention to leave, work-family conflict, and self-handicapping through burnout, such that the mediating effect is stronger when the level of job crafting is high rather than low. Theoretical, practical implications as well as limitations and future research directions are discussed.

List of Tables ix
List of Figures x
Chapter 1 INTRODUCTION 1
Chapter 2 LITERATURE REVIEW AND HYPOTHESES DEVELOPMENT 6
2.1 High Performance Work Systems (HPWS): A Glance at the Past and a New Light for the Future 6
2.1.1 Attributes of HPWS 7
2.1.2 Theoretical Perspectives Related to HPWS Literature 9
2.1.3 The Value of HPWS on Employees: Enrichment vs. Exploitation 10
2.2 Job Demands-Resources Theory 13
2.2.1 The Impacts of HPWS on Job Demands and Job Resources 15
2.2.2 Mediation: The Mechanisms of HPWS’s Influence as Reflected in Work Engagement 17
2.2.3 Mediation: The Mechanisms of HPWS’s Influence as Reflected in Burnout 19
2.3 Job Crafting Theory 21
2.3.1 Job Crafting Framed in the Job Demands-Resources Model 24
2.3.2 Moderation: The Boundary Condition of HPWS’s Influence as Reflected in Job Crafting 26
2.4 Research Model 30
Chapter 3 METHODS 32
3.1 Sample and Procedures 32
3.2 Measures 33
3.3 Analytical Techniques 36
Chapter 4 RESULTS 38
4.1 Confirmatory Factor Analyses 38
4.2 Descriptive Analyses 41
4.3 Hypothesized Structural Model 41
4.4 The Mediating Effects and an Integrated Moderated-Mediation Model of Work Engagement 44
4.5 The Mediating Effects and an Integrated Moderated-Mediation Model of Burnout 53
Chapter 5 DISCUSSION 63
5.1 Theoretical Contributions and Implications 64
5.2 Practical Implications 67
5.3 Limitations and Directions for Future Research 69
5.4 Conclusions 71
REFERENCES 73
Appendix A Survey 96

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